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Competitive challenges today push aircraft makers to ‘force’ technology on already reliable and dependent aircraft and that today is leading to lower reliability. The proven dependable and unbreakable 737NG didn’t need to be replaced with the 737MAX, and for practical logic, if the 737NG needed a step up, it should have been the Boeing 757. The logic of “If it ain’t broke don’t fix it” no longer seems to exist in aircraft and engine making, and the theory of New Design Platform is convoluted to the point of reaching dumbed down mans plaining. Mark D Martin of Martin Consulting shares his views on this vantage and critical topic affecting commercial aviation today for Aviation World readers. Famed Indian Spiritualist Shri Chinmoy once said, “Do not blame the world. Find a Solution.” In aviation, the first step to finding a solution is admitting to the problem and Pratt & Whitney (PW) needs to get its act together with taking responsibility for its flawed PW1000G, 1100G and 1524G Geared Turbo Fan (“PW-GTF”), repeal or withdraw the product from the market; or replace it with an improved option, or even better, a whole new clean sheet design engine. Air Tanzania, Air Senegal, Turkish Airlines, IndiGo, Air Asia, Air India, Batik Air, Spirit Airlines, Lufthansa, Jet Blue, Swiss Air, Air Baltic all join with reporting severe design flaws and poor metal quality with the PW-GTF engine and we’re reached a spot today that Airbus itself has made it clear that it would not be accepting anymore Pratt & Whitney Geared TurboFan Engines till PW comes up with a permanent solution. Flawed Design with Engines Today The problems with the PW-GTF engines are real, catastrophic, compromise safety; and near to fatal triggering full-blown emergency landings, teeth rattling vibration, corrosion, separation of fan blades during flight and premature removal of an engine for maintenance at one fourth of PW’s own defined removal time, in addition to metal shavings showing up in the engine oil, cracked metal casings and fractured metal alloys. So much so that the FAA and EASA in order to avert a major mishap or calamitous incident approved the use of mixed engines (something never done ever before in commercial aviation) while banning ETOPS flights (Flights over water that are more than 180 mins). The Indian DGCA in 2019 went a step ahead by grounding Pratt & Whitney GTF Engines in operations with all airlines under its purview. One of its strangest anomalies noted with the PW-GTF (that I am sure a lot of you may have experienced) is a loud, shrill, sharp howling noise that shows up either when the aircraft is taxing to the runway to take off, or noted during landing. What resembles a reported ‘whale-song’ like sound morphs itself into an ear drum shattering loud noise measuring a staggering 12dB just short of landing. For Airlines in India, it has been rough. IndiGo reported nearly five in-flight engine failures during the most critical flight phase, Climb, while shut down and insolvent GoAir reported several compressor stalls collocated with very high vibration, corrosion and engine damage. The PW-GTF problem has been so severe that even the Indian DGCA in 2019 ordered all the affected PW-GTF engines to be replaced, with a rigid deadline. Pratt & Whitney Needs to Discontinue the PW-GTF Immediately It’s time we defined this issue correctly. This isn’t a Lawyer-PR coined “Supply Chain” issue. Supply chain issues occur when a product is superbly reliable, robust, functional and in extreme high demand. PW-GTF issues at the moment plague a Lufthansa, indigo, Swiss Air and Air Baltic as much as it does a Go Air and its high time Pratt & Whitney got mature enough to take a firm step with discontinuing the PW-GTF Series engine for good and airlines in turn switch to another engine option, even if it’s the competition – the CFM iLeap Engine. And to be fair, PW in the past has designed and made some of the finest and most reliable engines such as the PT6A Series, PT6T and PW4084 series that continue to operate and fly to this day without a hitch, glitch or anomaly. In the past I have sworn too on the PW engine’s dependability and reliability. During a time when I supported French Plane Maker Socata (now Daher) in the early 1990s, the iconic single engine TBM-700 and the newer 930 series aircraft rode on the unparalleled reliability of the PT6A Series; an engine so dependable that it actually help convince regulators the world over to approve single turboprop aircraft for passenger transport and charters. For me, the PT6A series did (I must admit) build the strongest impression of how unbreakable Pratt’s engines were. Maybe this was because both the PT6A and PT6T were designed in the 70’s when American design technology peaked and nothing could come even close to it. Not anymore. Witnessing PW’s current attitude with the PW-GTF not just destroys PW’s own credibility with its loyal customer base (including my trust in PW), it does also indicate the engine maker’s surreptitious and sneaky effort to shirk off all its responsibility with resolving the problem. Very unlike the PW we saw in the 80’s, 90’s and early 2000’s. While PW has said that its new updated GTF Advantage version of the A320neo’s PW1100G should address all the previously reported problems with its engine, it would take airlines a long time to rebuild that trust with PW engine, and I don’t think any airline worth its salt would be willing to take such a fool hardy decision by going back to PW. The ‘Boeingfication’ of the world Aircraft Industry Back until the early 90’s, airlines and travelers had a choice of flying the most suited aircraft for its region, route and service category. Types of aircraft were diverse too; we had small, medium, large, regional, short haul, long haul and transcontinental aircraft that offered improved revenue dynamics with the most suited capability deployment. Around the cusp of the 90’s,

By Shobha Kulavil, Vice President and Industry Platform Leader for Aerospace and Defence – India, Capgemini The aviation industry has been spreading its wings with engineering prowess and futuristic innovations. Advanced Air Mobility (AAM) will define the next era of aviation transportation systems globally, built on a collaboration of new-age technologies. India too has boarded the AAM flight as it promises creating a new aerial mobility ecosystem for the country’s unique needs and challenges. Mobility in the air The aviation industry envisions a future combining innovation and sustainability, perfectly blended into the engineering of products and systems. Imagine a vehicle running on electric power to take off, land, and hover vertically without a conventional runway. It doesn’t have to be a figment of imagination anymore. eVTOL (Electric Vertical Take Off and Landing), an emerging concept popularly known as an air taxi or flying taxi, can enable access to difficult terrains. It is an electric aircraft, which can offer quieter, cleaner and environment-friendly transportation. eVTOL has applications beyond air taxis, including emergency transportation, rescue operations, cargo shipping, and many more. For example, e-commerce players can use eVTOL to speed up delivery and reduce cost. Automotive industry understands the first-mover advantage of manufacturing eVTOLs with an approach of a casual mode of mobility in the air. Airline companies are also exploring the launch of air taxis in India, partnering with global eVTOL players. Tech-enabled air mobility Artificial intelligence (AI) and machine learning (ML) can transform the design phase of aviation engineering. ML models can simulate various design scenarios and optimize aerodynamics, material, and structural integrity, allowing engineers to build efficient and robust aircraft. From the sky to the ground, the demand for seamless connectivity cuts across. Advanced satellite technology can help meet future aviation communication, navigation, and surveillance needs. Beyond providing in-flight Wi-Fi connectivity, satellite-based systems ensure flight safety and are crucial for optimizing routes and reducing fuel consumption. Iris, led by the European Space Agency (ESA) in partnership with a US-based communication company, is an Air Traffic Management (ATM) program enabling aircraft to fly more fuel-efficient routes using digital satellite communication. By digitally connecting the ATM ecosystem, pilots and air traffic controllers can collaborate to maximize airspace use and reduce disruptions for passengers. 3D printing can be used for quick and cost-effective prototyping, allowing engineers to validate designs, perform functional testing, and make design iterations in a shorter timeframe. Sustainability engineered According to the International Air Transport Association (IATA), the global airline industry’s carbon emissions in 2024 are expected to be 935 million tons from the consumption of 99 billion gallons of fuel. This requires action at the fundamental level—building fuel-efficient aircraft. Innovations in material science and recycling may be revolutionary for aircraft designs. New sensors and data will incrementally optimize everything—from airflow over the wings to flight routes—on both new and old aircraft designs, improving energy efficiency. It will have an unprecedented impact on global supply chains spanning fuel, material, and manufacturing. The adoption of circular economy practices by automating the inspection process, optimizing lifecycle analysis of aircraft parts, and guiding decisions to extend their lifespan can contribute to the aviation industry’s sustainability goals. The runway of aviation engineering is vast; it is the industry that can safeguard every aspect of taking off and landing. ( Views expressed are personal)

“My mission is to inspire every Indian to reach for the stars and witness the awe-inspiring beauty of our planet from above. Once you experience the vastness of space, your perspective will be forever transformed. If I can convey even a fraction of what I witnessed, my purpose will be fulfilled,” proclaimed Gopi Thotakura. Aviation World Magazine is highly delighted to publish exclusive cover story on Gopi Thotakura, highlighting his remarkable achievement by becoming India’s first civilian astronaut. A Lifelong Dream of Flight “You always gazed skyward, yearning to be among the stars.” Gopi Thotakura’s parents affirm that he perpetually dreamed of flight. He conquered the skies as a pilot and, in May 2024, ventured beyond, becoming an astronaut. Thotakura’s recent voyage aboard New Shepherd was propelled not only by a desire to realize his own aspirations but also to motivate others in India to set their sights higher. “In a nation of over 1.4 billion people, we lacked a civilian Indian presence in space. That has now changed,” asserts Gopi Thotakura. An unwavering passion drew him more than 8,000 miles from his native India to Embry-Riddle Aeronautical University in Daytona Beach. Initially, the university was not on his radar. He commenced flying at age 14 at a flight school in New York during family vacations. An instructor there mentioned Embry-Riddle. After conducting research and receiving encouragement from his father, Gopi resolved to apply and pursue his education at Embry-Riddle, “the Harvard of the Sky.” Despite skepticism from his peers and the challenges of applying to a foreign university, Thotakura remained resolute. “Everyone in my high school insisted I wouldn’t be accepted. They require exceptional grades and are located so far away,” he recalls. After an extended wait, he received the acceptance email. “I thought, is this a prank?” He laughs. But it was genuine, and in 2011, he embarked on his journey as an aeronautical engineering student. Thotakura graduated as class president in 2015, delivering a commencement speech alongside astronaut Nicole Stott (’87). Entrepreneur, Educator, Explorer & Adventurer In 2015, he established an aviation company in India and a non-profit NGO.The later has nurtured and empowered over 500 students to achieve their ambitions of becoming pilots. “At every educational institution I visited, when I inquired about their future aspirations, no one mentioned becoming an astronaut,” he observed. “It’s an excessively lofty dream, too aspirational,” was the prevailing sentiment. However, he understood that dreams are free and that having a visible role model could alter that mindset. He has remained immersed in aviation. Over the years, he engaged in commercial jet flying, bush piloting, aerobatics, seaplane operations, and hot air ballooning. His versatility as a pilot is matched by his contributions to medical aviation. He has completed countless medical air ambulance missions, enhancing emergency medical transportation in the Indian subcontinent. He has worked in India as a pioneer in jet medical transport and rescue, being one of the first individuals to pilot a Learjet across the country and bring Indians back home as a rescue pilot. When on the ground, Thotakura is a Wellness-focused entrepreneur in the Atlanta area. He co-founded Preserve Life Corporation, the world’s first corporate wellness community—a global center for Holistic Wellness and Applied Health. He harbors grand visions for a community that integrates advanced healthcare practices and sustainable living principles to foster healthy, balanced lives. Additional entrepreneurial ventures include serving as Chief Operations Officer for Asian Infrastructure PTE and as Founder of Charlie Foxtrot Aviation. Despite his demanding career, Thotakura is incorporating personal challenges into his agenda. In 2022, he summited Mount Kilimanjaro, demonstrating a combination of determination and a love for outdoor adventure. He plans to scale Everest next. Moreover, he has another extraordinary flight on the horizon—Thotakura intends to orbit the planet and possibly stay aboard the International Space Station (ISS). On a Mission His journey to space was arduous, requiring significant time, effort, and support from numerous individuals, particularly his father. “It wasn’t a solitary endeavour. I must attribute all the credit to my father,” he emphasizes. Despite challenges and setbacks, including a two-year delay to the mission, he remained focused on his objective. His perseverance was rewarded. When he boarded a Blue Origin flight, he carried a piece of India’s spirit and his dreams in the form of his country’s flag and his representation. The flight was not merely a personal achievement but a milestone for his nation. “Now India has a civilian in space. Now you, too, can dream,” he declares.                      ” He also carried items emblematic of his Eagle status from Embry-Riddle” As part of the NS-25 mission, he joined a select crew for a suborbital flight that crossed the Kármán line, Experiencing weightlessness and stunning views of Earth. This mission also highlighted Blue Origin’s commitment to sustainability, with nearly 99 percent of New Shepard’s components being reusable. The sights and sensations of the mission are indelible memories. “The weightlessness was amazing. I could not get out of my seat belt. So people should listen to training—and Blue Origin is meticulous about all its preparation,” says Thotakura. Despite the challenges of adapting to zero gravity, he embraced the experience with enthusiasm. Floating around, doing backflips, throwing some flags! The space flight was a profoundly focusing experience. “It may sound trite, but you see how tiny you are in comparison to this majestic blue ball.” The view from space reinforced his commitment to sustainability and his drive to inspire the next generation. The Shock of Re-Entry Thotakura has been inundated with interview requests and invitations to speak at high schools and colleges. He is a little overwhelmed—but clearly delighted that so much outreach has come from India. “The day news about the mission aired, hundreds, if not a thousand, queries from India flooded in overnight,” he shares. He received messages of gratitude and inspiration, particularly from young people who now see space as a destination within their reach. One message stood out to him: “Congratulations, sir, for opening up

By Capt. Peeush Kumar ‘Pilot-error’ events in aviation are seldom cheap and catastrophes amongst helicopter operations not very rare. Factoring that operator hands over multi-crores worth of machine to individuals who must keep themselves sharp is up for a talk. Any aviation business house with foresight mitigates failure modes in its human and machine elements. Contemporary machines have fortunately matured to a stage where even single engine helicopters are being certified for operations under IFR (Instrument Flying Rules). On-board avionics are pleasantly reliable. In fact, efficiency of autopilots recently triggered much ado about pilots keeping in touch with ‘hands-on’ flying skills!Implicitly and evidently,a reasonable majority of unfortunate incidents/accidents involved ‘cockpit-human’ error and much less the machines. The human element indeed wedges itself for an opportunity to upgrade. Regulations help keep safety on top,but quintessentially address a minor subset of real-world challenges. An operator typically juggles between interests of company’s stakeholders against operational, regulatory, administrative&overhead costs. Pilots as ‘front-desk’ are influenced by said elements to add on to their personal & professional obligations.Resultant background stress thus needs effective management especially when handling expensive machines in a complex Indian Helicopter ecosystem. Cockpit is a unique workplace where one/two minds make critical, on-the-spot decisions with little room for error; a widely different setup from a typical office. Here, operators could play an assistive role to help reduce stress levels amongst these cockpit-humans in favour of business interests. Stress management for Helicopter Pilots has been dealt interestingly by Flight Safety Foundation. An indicative breakdown about origins of stress and its levels is adapted below from one of its journals[1]. Pilots attempt to keep accumulated cockpit & daily stress from affecting flight safety. Both categories have majority elements possible to influence during preparation stages itself. Cockpit stress scenarios could be owed to poor helipad preparation affecting landings, inadequate helipad security jeopardising helicopter safety, unacceptable fuel quality risking flight safety or even unsatisfactory administrative arrangements at helipads. Acute stress elements on the other hand are usually burst of challenging situations. Here, in-flight emergencies, unexpected weather conditions, unacceptable helipad condition like situations demand quick, accurate and decisive reactions for safe recovery. It is obvious that all such situations cannot be encountered/visualised during training. The crew is therefore required to get creative under stress for a safe outcome. Good quality of recurrent training and regular internal performance assessments by operators can assist reducing possibilities of major upsets from such acute stress situations. Underlying role of operator in a collaborative approach for mitigating crew stress is the core of talking point. Many elements of Acute, Cockpit and Daily stress could be positively influenced by operator to favour business sustainability.Stress, nevertheless does not have ‘BAD’ written all over. Some magnitude of stress even helps performance as suggested by Yerkes–Dodson law[2]figured below. Maintaining clear of the ‘wrong side’ on this curve requires an honest and collaborative intent in workplace. Managing ‘Daily stress’ largely rests within an individual’s personal domain. Succeeding paras deal with‘Cockpit and Daily Stress’ elements where an operator can help people handling its expensive machine(s). Crew-Scheduling. Humans are social beings. Uncertain crew-scheduling triggers non-committal approach of individuals to personal social obligations. Since unsure of their presence on a future date, an anxiety accompanied acceptance of social invitation senses. For an individual, sporadic participation in social events affects his/her primary societal characteristic. Repeat occurrences cumulatively wears out fabric of personal social engagement, and is indeed stressful. Should aforesaid appear benign, consider consistently missing anniversaries, birthdays, religious events at home or even socials/get- together with acquaintances. A solution maybe found in cooperative, flexible crew scheduling system for onshore operations where regulatory fatigue limits are only arrived occasionally. In this flexible arrangement, crew and operator balance business obligations with social empathy on a two-way street within regulatory framework. Offshore helicopter operations on the other hand pivot heavily on regulated crew fatigue limits that restrains flexibility in crew-scheduling.Possibly, an efficient crew scheduling software managed compassionately could offer respite in these cases. Fatigue Limits and Sleep-Debt. Regulated fatigue limits when considered as the ultimate upper boundary instead of a business target to achieve consolidates succeeding content. Agreeably, aviation business imperatives lie on the opposite side of aforesaid idea. A balancing act by mitigating resulting hazards could thus be contemplated. Sleep-debt and crew fatigue can possibly be ‘softened’ with good quality accommodation and corresponding administrative arrangements. Consider example of crew post eight-hour duty period waiting at airport for transport to hotel, finding a sub-status hotel on arrival, and a wanting food quality there adding to heightened stress levels. Fit this scenario on a late evening when the crew needs a quick rest after preparation for next day’s flight(s). Sleep-debt leads to micro-sleep where an individual is asleep for a few seconds and the brain isn’t processing [3]. The brain flips rapidly between being asleep and being awake. Each sleep period lasts for only a few seconds.Naturally, this is not a condition to let develop for personnel dealing with expensive equipment and priceless lives.Finally, reproduced below are extracts from para 8-1-1 (f), Chapter 8, FAA Aeronautical Information Manual [4]concerning stress and fatigue. It seems fitting to conclude author’s argument to deal empathetically with humans of helicopter cockpit for business sustainability. “Stress from the pressures of everyday living can impair pilot performance, often in very subtle ways. Difficulties, particularly at work, can occupy thought processes enough to markedly decrease alertness. Distraction can so interfere with judgment that unwarranted risks are taken, such as flying into deteriorating weather conditions to keep on schedule. Stress and fatigue (see above) can be an extremely hazardous combination.” References:- [1] Vol 21 No 1, January-February 1995, Flight Safety Foundation, Helicopter Safety: For Helicopter Pilots, Managing Stress is part of Flying Safely. [2] https://en.wikipedia.org/wiki/Yerkes%E2%80%93Dodson_law [3] https://www.webmd.com/sleep-disorders/what-to-know-microsleep [4] https://www.faa.gov/air_traffic/publications/atpubs/aim_html/chap8_section_1.html About The Author: Capt Peeush Kumar is a certified Type Rating Examiner (TRE) on H145 Helicopter managing Flight Operations for anon-scheduled operator. He is a certified Experimental Test Pilot (Rotary Wing), and an active author for various aviation periodicals. Hispaper about Fight Testing orientation

Unforeseen turbulence can disrupt any industry and the COVID-19 pandemic certainly gave the aerospace industry a shake-up. However, even in such uncertain times, being brave and taking a few calculated risks can often ensure can smoother flight over the long haul. Here, JPB Système CEO, Damien Marc, explains how inspiration from President Macron helped him and others navigate unchartered skies. Operating within the aerospace sector for almost 30 years now, I have experienced many peaks and troughs; a constant cycle of adversity and triumph that upon reflection, makes me proud of not only personal achievements but the growth and adaptation of the industry as a collective. The old saying ‘when the going gets tough, the tough get going’ certainly applies in our area of industry, with those who are characterised by a willingness to take calculated risks, challenge the status quo, and seize opportunities for growth and advancement typically among those that succeed in flying higher and for longer. The most significant challenge in recent memory was of course the COVID pandemic of four years ago.There’s never a good time to confront a pandemic, but for our company, it came at a particularly poor time, shortly after we had just commissioned a new facility as well as two announcing new product solutions. However, inspired by our country’s president, who as COVID struck, encouraged manufacturers to ‘be brave’, and trust that our government would support us, we decided to proceed with our plans. With the president’s words ringing in our ears, we – with a little bit of trepidation – pressed on with the construction of our new facility and drove forward with the new product solutions.Probably like a few other companies trying to get ahead of the curve, we also decided to over-stock on materials so that we could react quicker upon the industry’s recovery. Although aware that the cash conversion would be degraded from the decision to overstock ahead of the actual need, we were keen to maintain customer satisfaction and not lose business. It’s probably fair to say that those employers who – despite operations slowing down – managed to retain their staff, are probably the ones who are impacted much less now that production has ramped up and re-recruitment proving a widespread challenge. This is certainly the case from our perspective. Meanwhile, the president’s call proved to be more than just empty words. Recognising those whose ambitions aligned with their goals to support innovation and accelerate the transformation of key industry sectors, the government recently awarded funding to manufacturers to develop new product solutions and invest in advanced manufacturing technologies to create them. With 60% growth since 2019 and over 60 new hires, 2024 sees us look proudly to the opening of our new production facility, which via an advanced Industry 4.0 enabled platform embodies our vision for the future and supports our drive to invent and diversify for decades to come. This success would not have been possible without us taking some calculated risks here and there but I’m sure we are not alone in being unafraid to make the occasional bold business decision. Every challenge requires a different solution for sure, however recent experiences have taught us that there is a certain amount of truth in the adage that fortune favours the brave. (Damien Marc is CEO of JPB Système, a leading manufacturer of efficiency-enhancing technology solutions for aerospace, aeronautic and other industries, and supplier to the likes of Safran, Pratt & Whitney, GE and Rolls-Royce.Views expressed are personal.)

A pioneering force in Middle Eastern aviation, Jazeera Airways has long been synonymous with affordability, and customer-centricity. As the airline enters a new era under the leadership of recently appointed CEO Barathan Pasupathi (Bara), a renewed vision and commitment to excellence propel Jazeera Airways towards even greater heights. Established in 2004 as the region’s first non-government airline, Jazeera Airways has continually set benchmarks for operational efficiency, and passenger experience. The airline’s vision encompasses an ambitious strategy aimed at expanding network reach and enhancing service standards while embracing sustainability initiatives to meet the evolving needs of travellers in an ever-changing industry landscape. The airline currently serves a network of more than 60 destinations with a fleet of 23 aircrafts.Central to Jazeera Airways’ growth trajectory is the exploration of new destinations, providing passengers with an even broader array of travel options in line with demand. As summer approaches, the airline is gearing up to introduce exciting seasonal destinations, catering to the wanderlust of holidaymakers seeking new adventures and experiences. This summer the airline adds Krakow in Poland and Batumi in Georgia to its list of other destinations like Tirana in Albania, Tivat in Montenegro, Larnaca in Cyprus, Sharm El Sheikh in Egypt, Baku in Azerbaijan and multiple Turkish cities, among others. The airline also owns and operates its own airport terminal – T5, which ensures a seamless travel experience whether arriving, departing or transiting. In line with global trends, Jazeera Airways remains committed to sustainability efforts aimed at reducing its environmental footprint. From carbon offset programs to fleet modernization initiatives, the airline is proactively embracing eco-friendly practices to minimize its impact on the planet while ensuring responsible stewardship of precious resources. Technological innovation forms the backbone of Jazeera Airways’ operational strategy, with a focus on leveraging cutting-edge solutions to enhance efficiency and passenger experience. Strategic partnerships and collaborative alliances play a pivotal role in Jazeera Airways’ growth strategy, facilitating expanded route networks for passengers. By forging strong alliances with like-minded industry players, the airline aims to enhance its market positioning and offer unparalleled value to its customers. As the aviation industry navigates through turbulent times marked by global challenges, Jazeera Airways remains robust, agile and resilient. Under Pasupathi’s leadership, the airline is poised to embrace change, champion sustainability, and continues to place customers at the forefront of its endeavours.

India’s aviation sector is experiencing rapid growth looking ahead and has had a robust growth in the recent years.Indian carriers have placed orders of more than 1000 new aircraft and the travel industry is being propelled by factors such as increasing disposable incomes, urbanization, and government initiatives. However, this growth also brings forth a unique set of challenges and opportunities that all the players and operators and related stakeholders in the industry must navigate. In this article, we explore the dynamic landscape of Indian aviation, highlighting key challenges and opportunities shaping its future trajectory. Challenges: 1. Infrastructure: It is a huge achievement for the industry looking at the newly developed airports and few great examples are Delhi , Bengaluru, Hyderabad,Cochin and the new terminal at Mumbai which developed over the last two decades. The new terminals and airports at Mumbai ,Delhi and the upcoming Jewar airport with world class design,facility and capacity establish that we are ready for the challenges of the future growth. However,India’s aviation infrastructure, including airports and airspace management systems, faces significant capacity issues still. With air passenger traffic expected to continue rising, there is an urgent and continual need for infrastructure expansion and modernization to alleviate congestion and ensure efficient operations. 2. Regulatory: The regulatory environment in India’s aviation sector can be complex and it is important for the growth and competitiveness of airlines and other aviation-related businesses to ensure compliances .Globally aligning and defining clear regulations and enhancing transparency can foster a more conducive environment for investment and innovation. 3. Skilled Manpower Shortage: The aviation industry requires a skilled workforce across various domains, including pilots, engineers, air traffic controllers, cabin crew and ground staff. However, there is a shortage of trained professionals in certain sectors, posing challenges for recruitment and talent retention. Addressing this issue requires robust training and development programs to build a sustainable talent pipeline.This is an essential component which can be a catalyst or a disruptor for the development and a focused deep dive into how we will build the skill pool for the industry is critical. 4. Cost Pressures: Any business has to be sustainable,safe and profitable.Airlines in India and across the globe face intense competition and cost pressures, driven by factors such as volatile fuel prices, regulatory levies, and airport charges. In India,maintaining profitability while offering affordable fares remains a constant challenge, necessitating innovative strategies for cost optimization and revenue generation.A fare paying traveller demands best service and competitive pricing. Opportunities: 1. Rising Air Travel Demand: India’s burgeoning middle class and increasing affluence are driving a surge in air travel demand, presenting significant growth opportunities for airlines and ancillary service providers. Expanding routes, enhancing connectivity, and catering to emerging travel segments can unlock new revenue streams and market segments. 2. Technological Advancements: Technological innovations, such as digitalization, automation, and sustainable aviation solutions, are reshaping the aviation landscape globally. Embracing these advancements can improve operational efficiency, enhance passenger experience, and drive environmental sustainability in the Indian aviation sector. 3. Government Initiatives: The Indian government has launched several initiatives to promote the growth and competitiveness of the aviation industry, including the Regional Connectivity Scheme (UDAN) and liberalization of foreign direct investment (FDI) policies. Leveraging these initiatives, along with public-private partnerships, can stimulate investment, infrastructure development, and job creation in the sector. Skill development is a vital element and an opportunity as the demand for trained and qualified professionals is high and will continue to increase as the fleet of aircraft in the skies increases. ESG: Environmental Social Governance is the most critical challenge and an opportunity for all businesses to build the organization with a clear and structured sustainability vision. (The views of the author are in his personal capacity )

23.04.2024 The Royal Aeronautical Society (RAeS) has published a paper on the mental health challenge to civil aviation safety, covering both psychosocial risk management and mental health. The paper explores the impact that mental health in aviation currently has within civil aviation. The Royal Aeronautical Society’s Human Factors Wellbeing Working Group (HFW WG) paper highlights key areas of the civil aviation ‘eco-system’ that would be positively impacted by a coherent approach to managing and mitigating staff mental health and wellbeing. Poor mental health is now an acknowledged safety risk factor in civil aviation, from Germanwings in 2015 through to Alaska Airlines in 2023, the issue in the mental wellbeing of safety-critical staff has become an issue for the industry. One key question relating to this challenge is to what extent can the risk be monitored and quantified by means of the psychological assessment of safety-critical staff to inform safety management strategies. The view of the HFW WG is that an approach based on the information outlined in this paper could provide a positive ’tailwind’ for the industry addressing the challenges in the current environment. The purpose of this paper is to contribute to the development of a response to the emerging recognition of the safety risk posed by the mental health and wellbeing of all civil aviation personnel. In addition, the paper provides recommendations and psychosocial risk management systems that can be implemented into current organisational structures to prevent the degradation of staff mental health and wellbeing. Marc Atheron MRAeS Chair of Human Factors Wellbeing Working Group said: “Events since 2015 have highlighted that the mental health and wellbeing of civil aviation staff is a growing issue in maintaining the impressive safety record and operational performance of the sector. The RAeS Mental Health and Wellbeing Working Group have been addressing the area since 2016, and we have produced a report which looks at the topic from the perspective of a developing a strategic approach to monitoring, managing, and mitigating the risks posed to both operations and individuals. The report includes evidence of the prevalence of mental health issues in safety critical groups, and an approach based on adapting existing and evolving policy and regulation around psychosocial risks in the workplace to the sector as a way forward. My personal hope is that this report contributes to the development of a positive culture of change that recognises and enhances the role played by, and the value of, the multitude of individuals who make the global sector the success it is.” Gerard Forlin KC ARAeS said:“It is a great honour to be involved in this very important paper with Marc and the other expert contributors. I have been involved globally in aviation and mental health as a lawyer for over ten years in over 80 countries, and have seen this concern becoming increasingly more urgent. It needs to be sorted immediately. This paper hopefully provides a more holistic approach to remedy this growing crisis rather than just attempting to put a plaster on an already concerning the situation. I thank the RAeS, Marc Atherton, the other contributors and everyone else I have met globally working on this topic.” RAeS Chief Executive David Edwards FRAeS said: “The civil aviation industry is shifting more focus onto the important topic of mental health, highlighted by the Germanwings and Alaska Airlines incidents. Whilst the industry is doing more to support staff who are already facing mental health issues, there remains a lack of psychosocial risk management systems to prevent the development of mental health issues in the first place. This Royal Aeronautical Society paper highlights several recommendations and systems that organisations can implement to help address this; we believe that this study will highlight the impact mental health has on the civil aviation industry and, with further support and willingness from organisations, allow it to become an important contributor in mental health psychosocial risk management.”

By Kanika Tekriwal, Founder, JetSetGo With traffic congestion throttling productivity in major Indian cities and vast regions lacking efficient transportation links, the concept of Advanced Air Mobility (AAM) promises a revolutionary new paradigm for mobility. Leveraging cutting-edge technologies like electric propulsion, vertical take-off capabilities, and innovative aircraft designs, AAM has the potential to unleash a new ecosystem of aero mobility solutions tailored to India’s unique needs. Notably, Rajiv Bansal, Secretary of the Ministry of Civil Aviation, has boldly declared India’s ambition to be a pioneer in the eVTOL revolution, with a vision of realizing this “global dream” by 2025. Initiatives like BLADE India’s helicopter services linking Bengaluru’s airport and city in just 15 minutes showcase India’s readiness to embrace such transformative mobility solutions in urban environments. Long story short, we are witnessing the dawn of a transformative era poised to redefine how we move. The Catalyst for Change At its core, AAM is catalyzed by three pivotal forces – electrification and alternative propulsion, vertical lift technologies reducing reliance on airports and runways, and an entrepreneurial breed of companies pioneering novel aircraft concepts like eVTOLs (electric vertical take-off and landing vehicles). This powerful trifecta forms the bedrock for a radical rethinking of urban, regional, and even national transportation networks. India’s Immense Opportunity With over 3,900 potential domestic routes identified between existing airports by industry experts, India’s untapped potential for AAM is staggering. Moreover, studies suggest a remarkable 162 viable eVTOL market opportunities with routes spanning up to 240 kilometers, along with a staggering 2,100 regional routes suited for electric short take-off and landing (eSTOL) aircraft operations. These numbers underscore the vast scope for new mobility solutions to penetrate under-served regions and decentralize transit from congested urban cores. Market Drivers and Tailwinds With the first operations expected to begin as early as 2025, the global Urban Air Mobility market is projected to skyrocket at a blistering 30% annual growth rate through 2040, reaching a massive $1.5 trillion valuation, according to Morgan Stanley. In the Indian context, this demand is fueled by ubiquitous urban congestion that costs the economy an estimated $1.44 trillion annually, coupled with the pressing need for enhanced regional connectivity and efficient logistics to support the nation’s booming e-commerce sector. Paving the Way for AAM Adoption Unlocking the potential of Advanced Air Mobility (AAM) requires a strategic approach focused on several key areas alongside the certification and production of the new aircraft designs. Firstly, we need to develop the necessary infrastructure for the electric Vertical Take-Off and Landing (eVTOL) aircraft to utilise beyond existing airports and helipads. Called ‘vertiports’ these landing sites and terminals these will also need to offer charging stations for the battery powered eVTOLs. Collaborating with industry experts will ensure that this network design effectively addresses current transportation challenges while accommodating the unique requirements of AAM. Secondly, establishing clear regulations specific to eVTOL operations is essential. Certification processes and operational rules must be put in place to ensure the safety and security of AAM operations. Without robust regulatory frameworks, uncertainty and safety concerns could impede the widespread adoption of AAM. Thirdly, new air space management rules and systems will need to be developed to safely manage extensive flight activity over urban areas, often at low level and amongst tall buildings. Deconflicting the movements of many small aircraft, possibly with the need to integrate autonomous drone operations in the same airspace, will be a critical challenge. Fourthly, fostering public acceptance is crucial for the successful integration of AAM into society. Educating the public about the benefits of AAM and dispelling misconceptions will help build trust and support for this new mode of transportation. This includes ensuring that noise intrusion is avoided, something which the new breed of eVTOLs are being specifically designed to address. Furthermore, widespread industry and government collaboration is vital for driving innovation and accelerating the development of AAM solutions. Engaging with aviation OEMs, start-ups, and investors will facilitate the efficient development of AAM technologies that meet the diverse needs of users. Lastly, investing in research and development is essential for advancing the safety, efficiency, and scalability of AAM. By allocating resources to R&D efforts, we can ensure that AAM evolves into a safe, reliable, and accessible mode of transportation for the future. The Road Ahead As we stand at the cusp of this mobility revolution, one truth is clear – Advanced Air Mobility holds immense promise for India. Leading Indian operators such as JetSetGo and InterGlobe have already signalled that they will pioneer this new market, with orders respectively for 150 and 200 of the new eVTOL aircraft. From alleviating urban gridlock to catalyzing economic development in remote regions, the impacts of these new services will be profound and far-reaching. With a convergence of technological innovation, infrastructure development, and regulatory foresight, India is uniquely poised to lead this generational transformation in aviation and aero-mobility. The future of mobility is taking flight, and India must seize the moment to soar as a global vanguard in the Advanced Air Mobility revolution. The time to act is now.

FEATURE: Alstef Group is a prominent player in the field of airport baggage handling, warehousing, distribution, and parcel handling automation solutions on a global scale. The company specializes in providing innovative and efficient systems leveraging advanced technology and engineering expertise. Alstef Group’s solutions have contributed to optimizing logistics operations and enhancing efficiency in various airports, post, parcel, and retail companies, as well as warehouses and distribution centers in 93 countries over the past 60-plus years.Having actively operated in India since 2002, Alstef Group has successfully implemented baggage handling systems across multiple Indian airports. The Group’s investments in India strategically positions Alstef India to support the burgeoning growth in airport baggage and cargo handling markets. With a comprehensive baggage handling range delivered out of its local manufacturing center, the company is geared for industry growth both in India and globally. To support the expansion, Alstef India will focus on growing local expertise through extensive recruitment, training, and establishing a new office and factory in Pune. Emphasizing partnerships, stringent quality control, and showcasing global success stories, the company aims to build trust among potential Indian clients. The focus is not only on infrastructure projects but also on securing operations and maintenance service contracts. The Indian market trends toward high-speed systems, advanced sorting technologies, and an increasing interest in Data Analytics tools. Alstef Group India aligns itself with these evolving needs, introducing solutions like BagXpert to meet the demand for efficient baggage handling. “Aligned with its strategies in other markets, Alstef Group’s approach in India emphasizes maximizing operational efficiency and optimizing cost-effectiveness” states Alstef Group India Managing Director, Tennyson Anthony. “Tailoring solutions to local needs while maintaining a strong emphasis on value-driven propositions allows us to ensure economically viable, efficient solutions without compromising quality or performance standards” continues Tennyson. In rapidly developing markets like India, Alstef Group’s commitment to sustainability is paramount. Actively implementing a holistic strategy to reduce environmental impact, the company focuses on eco-conscious product design and procurement strategies, promoting sustainability throughout the system’s lifecycle. Prioritizing products with minimal environmental footprints, advocating for responsible consumption and waste management, and incorporating energy-saving measures are among the initiatives aimed at reducing the carbon footprint. Alstef Group’s inauguration of its new office and manufacturing center in Pune marks a significant stride toward unprecedented growth. As a distinguished figure in airport logistics and automation solutions worldwide, the company’s expansion into India signifies a strategic move to leverage its extensive expertise and proven technology. Alstef Group’s commitment to the Indian market, showcased through local partnerships, investment in its people, advanced systems catering to evolving needs, and a strong focus on sustainability, underscores its readiness to provide innovative and economically viable solutions while upholding quality and performance.